Introduction to UnileverMarch 2011

Safe Harbour Statement

This announcement may contain forward-looking statements, including ‘forward-looking statements’ within the meaning of the United States Private Securities Litigation Reform Act of 1995. Words such as ‘expects’, ‘anticipates’, ‘intends’, ‘believes’ or the negative of these terms and other similar expressions of future performance or results, and their negatives, are intended to identify such forward-looking statements. These forward-looking statements are based upon current expectations and assumptions regarding anticipated developments and other factors affecting the Group. They are not historical facts, nor are they guarantees of future performance. Because these forward-looking statements involve risks and uncertainties, there are important factors that could cause actual results to differ materially from those expressed or implied by these forward-looking statements, including, among others, competitive pricing and activities, economic slowdown, industry consolidation, access to credit markets, recruitment levels, reputational risks, commodity prices, continued availability of raw materials, prioritisation of projects, consumption levels, costs, the ability to maintain and manage key customer relationships and supply chain sources, consumer demands, currency values, interest rates, the ability to integrate acquisitions and complete planned divestitures, the ability to complete planned restructuring activities, physical risks, environmental risks, the ability to manage regulatory, tax and legal matters and resolve pending matters within current estimates, legislative, fiscal and regulatory developments, political, economic and social conditions in the geographic markets where the Group operates and new or changed priorities of the Boards. Further details of potential risks and uncertainties affecting the Group are described in the Group’s filings with the London Stock Exchange, Euronext Amsterdam and the US Securities and Exchange Commission, including the Group’s Annual Report on Form 20-F for the year ended 31 December 2010. These forward-looking statements speak only as of the date of this document. Except as required by any applicable law or regulation, the Group expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in the Group’s expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based.

Contents

Mission1

Geographic Reach2

Categories and Brands3

Sustainable Living Plan4

Our Strategy5

Unilever in Emerging Markets6

Financial Performance , Governance and Shares7

Contact Information8

Mission1

We work to create a better future every day.

We help people feel good, look good and get more out of life with brands and

services that are good for them and good for others.

We will inspire people to take small everyday actions that can add up to a big

difference for the world.

We will develop new ways of doing business that will allow us to double the size of

our company while reducing our environmental impact.

We are a Successful, Growing, Sustainable Business

€40bn

€80bn

environmental impact

€44bn

Geographic Reach2

Well Positioned for Growth

2bnconsumers

worldwide use a Unilever product

on any day

53% of sales in

emerging markets

Products sold in more than

180countries

More than

50 yearsexperience in

Brazil, China, India and Indonesia

Balanced Scale Across Geographies

“Our deep roots in local cultures and markets around the world give us our strong relationship with consumers and are the foundation for future growth. We will bring our wealth of knowledge and

international expertise to the service of local consumers - a truly multi-local multinational” - extract from Unilever’s Corporate purpose

Americas

€14.6bn

33% Sales

Western Europe

€12.0bn

27% Sales

Asia/AMET/CEE

€17.7bn

40% Sales

Categories and Brands3

Categories - deliver global platforms

Responsible for:

Brand development

Innovation

Research and Development

Accountable for:

Medium/long term market share

Brand health

Innovation metrics

Category value creation

Regions and Categories Clear, Distinct, Complementary Roles

Responsible for:

Managing the business

Deploying brands and innovations

Customer management

Accountable for:

Short term market shares

Growth

Profit

Cash flows

Regions – in-market execution

Leadership Positions across the Portfolio

Local Strength

Oral Care

Household Cleaning

World Number 2

Laundry

Daily Hair Care

World Number 1

Savoury

Dressings

Tea

Ice Cream

Spreads

Deodorants

Mass Skin

Number 1 and 2 in more than 80% of the business

Broad Based Portfolio

Savoury, Dressings & SCC – 32% sales Beverages and Ice Cream - 19% sales

Home Care – 17% sales Personal Care – 31% sales

Great Brands

€1bn

Brands

And More Coming

The next 10 bigger

brands

Sustainable Living Plan4

Unilever Sustainable Living Plan

HELP 1 BILLION PEOPLE IMPROVE THEIR

HEALTH & WELLBEING

HALVE ENVIRONMENTAL IMPACTS

OF OUR PRODUCTS

SOURCE 100% OF AGRICULTURAL RAW MATERIALS SUSTAINABLY

The Business Case for Sustainability

consumer preference win with customers sustainable innovation

100% sustainable raw

materials by 2020

grow our markets cost savings

reached 130m people

since 2002aim to reach 500m

people by 2020

Pack weight reduced by 10-15%

250 metric tonnes of packaging saved

€5m savings p.a.

The Business Case for Sustainability

Our Strategy5

It is to double the size of Unilever whilst at the same time reducing our environmental footprint.

€40bn

€80bn

environmental impact

€44bn

Our Compass Strategy Sets out our Ambition

Our Strategy5

I. Winning with Brands and Innovation

Brands and Innovation are at the Heart of Everything We Do.

54awards won by

at the Cannes Lions Advertising Festival over the past 5 years

Rolled out to 50+ countries Rolled out to 29 countriesEach year new variant reaches 50+ countries

In 12 months

Bigger, Better, Faster Innovation – 2010 Highlights

Innovations now typically go to 30+ markets in under 12 months

Dove Men+Care Signal White Now Dove Hair Damage Repair

Bigger, Better, Faster Innovation – 2010 Highlights

P.F. Chang‟sSeason & Shake Dirt is Good Re-launch

Deliver Superior Products, Design, Branding and

Marketing

Bouillon jelly proprietary technology

Making foods healthier

A unique slimming tea twice as rich in catechins

to help maintain your silhouette

Driving sustainability

Stronger functional claims

Nutrition

Family Goodness brings better

nutrition for family growth.

For better taste and with less fat

Detergent concentration technology for less water,

less transport, higher margins

An unrivalled multi-sensorial experience using cold roller technology

Magnum Temptation

Delicious light mayonnaise with only

3% fat.With unique citrus fibre

technology

Hellmann‟s Light

Dove Nutrium

Rexona No-White Marks

Superior moisturisation in a liquid

Product testing has shown that women rate Rexona higher on

wetness, odour control and absence of white marks on

clothing

Deliver Superior Products, Design, Branding and

Marketing

Sharpening the Portfolio through M&A

Hair / Skin Alberto CulverPersonal Care Sara LeeHair TIGI

Frozen Italy and Tomatoes Brazil Disposal

Ice Cream Greece / DenmarkHair T&G

Our Strategy5

II. Winning in the Marketplace

Customer Partnerships

Unilever has unparalleled reach across the store, bringing unique „shopper insight‟ to our partnership with customers

Customer Insight and Innovation Center Roll Out Now

Completed

Sao Paolo

Paris Shanghai

Singapore

Englewood Cliffs

London Leatherhead

Market Development is our Biggest Opportunity for Growth

84% market penetration for toothpaste in Nigeria, but low repeat rate – we launched a campaign to increase usage

More Users

Co

nsu

mp

tio

n

Penetration

More Usage

More Benefits

(trading up)

2009 2010

White Space: ~100 Brands into New Markets in 2010

~100

~50

2x

Our Strategy5

III. Winning through Continuous Improvement

Q409 Q110 Q210 Q310 Q410

We are Reaching our Consumers Faster

on-shelf availability up

+410bps Product recalls were

down

46%in 2010

We are Stepping up Capex Investment

Stage 1: under-invest Stage 2: kick-start growth Stage 3: sustainable levels

2006 2008 2010 2012 2014

%

4%

3%

capex % turnover

2%

Capex Focus on Emerging Markets and Innovation

Innovation / Capacity R&D

IT / Maintenance Savings

Others

2010 capex by type

• 50% of investment for growth:

innovation and capacity

• 60% in emerging markets

• 20% investment in IT/Maintenance

A&P spend up €0.7bn since 2008

A&P spend €5.6bn in 2010

A

P

• 2/3rd HPC vs. 1/3rd Foods

• 55% in emerging markets

reduce production/agency fees

2008 2009 Target

-15%

c. €1bn spend p.a.

Constant currency

Advertising Production and Fees –

Not yet best in class

* World Federation of Advertisers

BENCHMARKS

22% WFA*20% McKinsey18% Best in class

2008 2009 2010

Unilever

Driving the Virtuous Circle of Growth

ProfitableVolumeGrowth

Innovation A&P / R&D

Cost Leverage

+ Efficiencies

Cost Savings

Our Strategy5

IV. Winning with People

Unilever is one of the world‟s most culturally diverse companies, with top leadership from

22nations

2010 employee engagement scores reached

73%vs. 65% in previous years

People are at the Heart of our Business

Local roots Global scale

We Have Local Roots with Global Scale

• Global portfolio of brands and

categories

• Dedicated R&D investment

• Shared values and standards of

behaviour

• Understanding of the local consumer

• Brands and products across a wide range of income levels

• Critical mass on the ground

• Corporate reputation with local stakeholders and talent pool

Our heritage and local expertise mean

that D&E is in our DNALeveraging our scale brings us

advantages over local competition

Chief Executive Officer

President

Asia Africa &

CE Europe

President

Categories

President

Americas

Chief HR

Officer

Unilever Executive: a Global Management Team

Non-Executive Chairman

Dave Lewis Harish Manwani Michael Polk Doug BaillieJean-Marc Huët

Paul Polman Michael Treschow

President

Western

Europe

Jan Zijderveld

Chief R&D

Officer

GenevièveBerger

Chief FinancialOfficer

Pier LuigiSigismondi

Chief SC

Officer

Keith Weed

Chief

Marketing

Officer

Unilever in Emerging Markets6

Source: Unilever Estimates from Globegro

D&E

DEV

94% 72%

750 million $ 23 Trillion

Share of population growth

Share of incremental consumer expenditure

The Opportunity

46

DEVELOPEDD&E

We are Ideally Positioned to Capture D&E Growth

population

Philippines

Bangladesh

Pakistan

Brazil

Indonesia

India

China 1.4bn

1.3bn

230m

195m

170m

160m

90m

relative market sharevalue share

>10%

>35%

>40%

>35%

>35%

>50%

>40%

0.4

>2

>1.5

>1.5

0.9

>2

>1.5

1 1 2 2 3

5 5

13 14

17

20

Vietnam Indonesia China India Turkey Mexico Argentina Australasia Brazil USA United Kingdom

Huge Potential

bath and shower – US$ spend per capita

Source: Euromonitor

Developed markets

Emerging markets

Have lots

Haves

Have nots

billions of people

0.9

2.0

2.9

2.0

2.7

1.9

2010 2020

Source: Unilever estimates Globegro, updated upon LSM 2.0 baseline studies.

More Consumers

Market Development is a Major Growth Driver

inside

toilets

+100%

fridge

freezers

+190%

microwaveovens

+130%

washing

machines

+230%

in BRIC alone, by 2020

kitchen

sinks

+115%

Source: CMI 129

Example: Developing our Markets by Increasing Frequency of Consumption

France Indonesia Nigeria

Oral Care Market Development Model

0%

50%

100%

Key Countries

White Spaces are a Significant Opportunity

brand presence

white space

Most 100M+ population countries will be in emerging markets (13 out of 15) by 2020

Source: Unilever Estimates from Globegro

US

Japan

Mexico

Brazil

Vietnam

Indonesia

IndiaPhilippines

Russia

ChinaPakistan

BangladeshEthiopiaNigeria

Egypt

Sustainable Palm Oil

Rainforest alliance

Empowering Women

Hygiene for all

Access to Clean Water

Less Water

SustainabilityUnilever Leads the Agenda in Emerging Markets

from 1 million (2010) to 5 million (2020)

GT MT

More stores… better stores… better served

“Perfect Stores”: Emerging Markets Ambition

Emerging Markets Consistent Growth with 9% CAGR

53%of Unilever

20% of Unilever

9% CAGR

1990 2010

We Have the Best Footprint in Emerging Markets

53%

15% 25% 35% 45% 55%

Source: Annual Report & Accounts, analysts estimates, Unilever estimates

Financial Performance, Governance and Shares7

Unilever Financial Performance

(*) Continuing operations

(**) Free cash flow = net cash from operating activities – net interest – net capex

€ bn 2005 2006 2007 2008 2009 2010

Turnover 38.4 39.6 40.2 40.5 39.8 44.3

Operating Profit 5.1 5.4 5.2 7.2 5.0 6.3

Underlying Operating Margin 5.8 5.9 5.9 6.6

Net Profit * 3.3 3.7 4.1 5.3 3.7 4.6

Fully Diluted Earnings per Share * € 1.25 1.60 1.31 1.73 1.17 1.46

Net Cash Flow from Operating Activities 4.4 4.5 3.9 3.9 5.8 5.5

Free Cash Flow ** 3.0 3.1 2.5 2.4 4.1 3.4

Commitment to Shareholder Value

0

7

14

21

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

“… our road to sustainable, profitable growth, creating long term value for our shareholders, our people, and our business partners” extract from Unilever’s Corporate purpose

Unilever measures its Total Shareholder Return, over a 3 year rolling period, amongst a peer group of 20 other companies

Peer group in 2010

• Avon

• Beiersdorf

• Campbell

• Coca-Cola

• Colgate

• Danone

• General Mills

• Heinz

• Henkel

• Kao

• Kellogg‟s

• Kimberly-Clark

• Kraft

• L‟Oréal

• Nestlé

• Pepsico

• Procter & Gamble

• Reckitt Benckiser

• Sara Lee

• Shiseido

Unilever‟s TSR position relative to the peer group over a rolling 3 year period

Unilever Long Term Focus

1. To drive volume growth ahead of our markets

2. Steady and sustainable underlying operating margin

improvement

3. Strong cash flow

Unilever was formed in 1930 from two companies:

It was a full business merger, operating as a single business entity

Two separate legal parent companies were maintained:

- Unilever NV (Netherlands) and Unilever PLC (UK).

This works through an equalisation agreement and other contracts between the two companies

Legal structure, governance and shares

Margarine Unie (Netherlands)

Lever Brothers (UK)

NV shareholders PLC shareholders

NV PLCEqualisation and other agreements

NV owned operating companies

Legal structure

Unilever NV and PLC have separate legal identities but operate as a single entity

Jointly owned operating companies PLC owned operating companies

Directors

Legal structure

These have evolved in response to developments in Europe (UK Combined Code, Dutch Corporate Governance Code) and

the US (Sarbanes Oxley, NYSE listing rules)

Unilever operates a unified board: the boards of NV and PLC comprise the same directors

There is a majority of independent, non-executive directors on the board. The Chairman is non-executive

The boards have ultimate responsibility for the business as a whole

Details of current arrangements can be found in the report and accounts in the investor centre at

www.unilever.com/investorrelations

Unilever firmly believes in maintaining high standards of Corporate Governance

Share listings

• Unilever NV ordinary shares or certificates (depositary receipts) are listed on the stock exchanges in Amsterdam and as

New York shares on the New York Stock Exchange.

• Unilever PLC ordinary shares are listed on the London Stock Exchange and as American Depositary Receipts in New York.

Each ADR represents 1 underlying ordinary PLC share.

• There are 1,714,727,700 NV ordinary shares in issue, each with a nominal value of €0.16.

• There are 1,310,156,361 PLC ordinary shares in issue, each with a nominal value of 3 1/9 pence.

• The equalisation agreement between NV and PLC is such that each NV ordinary share has the same rights and benefits as

each PLC ordinary share.

• The combined share count excluding treasury stock, for calculating basic EPS, was 2,812 million at the end of 2010.

• The combined share count excluding treasury stock, for calculating diluted EPS, was 2,905 million at the end of 2010.

Further information can be found in the investor centre at www.unilever.com

Share listings

Exchange

Share

Ticker

Cash payment per share 2010

Amsterdam

Unilever NV

UNA

€0.82

London

Unilever PLC

ULVR

£0.71

New York

Unilever NV NY

UN

$1.11

Unilever PLC NY

UL

$1.11

Share listings and ownership

Share listings as a percentage of identified capital

Share ownership by country at the end of 2010

Netherlands8%

USA23%

NV NY 9% UK

30%

PLC40%

Other39%

NV 47%

PLC ADR 4%

An attractive and growing dividend

1979 1989 1999 2009

€0.82

Dividend payout 1979 - today 8% CAGR

Contact Information8

Further information and contact details

The IR team can be contacted by telephone as follows:

+ 44 (0) 20 7822 6830

Or by e-mail at: investor.relations@unilever.com

The shareholder centre at www.unilever.com/investorrelations gives information on how to

purchase Unilever stock

More information on Unilever is available at www.unilever.com/investorrelations